North America: Strategy

How will generative AI reshape professional services firms? An economist examines whether AI serves as a substitute for human effort or a complement to it, exploring how productivity gains create strategic opportunities rather than simply reducing headcount. The analysis draws parallels to past technological disruptions like spreadsheets to illuminate how firms can reinvest AI-generated capacity to expand markets and enhance human expertise.

Agentic AI systems promise transformative capabilities but carry substantial risks when deployed with inadequate evaluation. How can organizations design pilot programs that generate real evidence of value and risk, moving beyond vendor demonstrations to assess whether AI agents can safely and profitably perform their intended roles?

Big Law is celebrating record revenues from hourly billing just as AI technology makes reliable flat-fee litigation pricing possible for the first time. With 71% of clients preferring flat fees and AI tools now capable...

Workplace assessments require the same level of neutrality as workplace investigations to ensure meaningful organizational change. This article examines four critical areas where assessors must maintain objectivity: setting the mandate, messaging the process, selecting participants, and creating questions.

As law firms celebrate longevity and stability, they face a critical challenge that extends far beyond partner transitions: the impending retirement of long-tenured professional staff who hold decades of institutional knowledge. How can firms preserve this invaluable expertise while building a foundation for the next generation of legal professionals?

Daniel Waldman shares his insights on effective networking strategies within the legal industry, revealing how meaningful professional connections can lead to career opportunities. His article in Precedent Magazine explores the evolution from awkward networking attempts to building genuine relationships that create lasting value.

How will generative AI reshape professional services firms? An economist examines whether AI serves as a substitute for human effort or a complement to it, exploring how productivity gains create strategic opportunities rather than simply reducing headcount. The analysis draws parallels to past technological disruptions like spreadsheets to illuminate how firms can reinvest AI-generated capacity to expand markets and enhance human expertise.

Discretionary inventory positions diverged sharply in Q2 as apparel and luxury brands faced expanding days inventory outstanding amid tariff-driven import acceleration and weakening demand, while big-ticket categories achieved meaningful drawdowns through disciplined working capital management. Rising crude oil prices and freight costs now threaten consumer company margins as geopolitical tensions persist and trade policy uncertainty clouds the outlook heading into midterm elections.

Law 526 of 2026 introduces a new regulatory framework on economic substance for certain entities with international structures. Below, we share 10 key aspects to help understand the new regulatory requirements and their implications beginning in 2027.

How will generative AI reshape professional services firms? An economist examines whether AI serves as a substitute for human effort or a complement to it, exploring how productivity gains create strategic opportunities rather than simply reducing headcount. The analysis draws parallels to past technological disruptions like spreadsheets to illuminate how firms can reinvest AI-generated capacity to expand markets and enhance human expertise.

Lowenstein attorneys and business services professionals share how pro bono work has enhanced their legal expertise and interpersonal abilities through direct client engagement, court experience, and cross-departmental collaboration. The discussion reveals how serving vulnerable clients at nonprofit organizations develops critical skills in empathy, creative problem-solving, and clear communication that translate across all areas of legal practice.

Agentic AI systems promise transformative capabilities but carry substantial risks when deployed with inadequate evaluation. How can organizations design pilot programs that generate real evidence of value and risk, moving beyond vendor demonstrations to assess whether AI agents can safely and profitably perform their intended roles?